Hull Fellowship Five Exemplary Leadership Practices

FIVE EXEMPLARY LEADERSHIP PRACTICES WORKSHOP SERIES HULL FELLOWSHIP

PEACTREE CITY MAY 11 – 13, 2022

Five Exemplary Leadership Practices

Pg 2

Our Purpose Develop and grow Hull Fellows as Exemplary Leaders leveraging the Leadership Practices Inventory methods and their recently completed 360 assessments

“

Our strength as humans and as leaders has nothing to do with what we look like. Rather, it has everything to do with what we feel, what we think of ourselves… Leadership is applicable to all facets of life”

Veronica Guerrero , Winning Edge Research

Pg VII

What’s the difference between a Manager & Leader?

Lead - To go, guide, or travel

Manus - Hand

Pg 2

Leadership Fundamentals

Leadership is everyone’s business

It is an aspiration and a choice

It is a relationship

It takes practice to become a better leader

The best leaders are the best learners

Development is an on-going process

Leaders make a difference

Pg 4

“Hi,

I’m your new leader.”  Who are you?  Where are we headed?  What are you going to do?

https://www.youtube.com/watch?v=3MHDnQSSZeU

Pg 6-7

Workshop Objectives

Pg 8

Your Personal Best Leadership Experience

1. Review Your Prework 2. Take turns sharing your personal best (3-5 mins) • Situation • Action you took • Results/Impact 3. Take notes on each person’s response in workbook (page 10)

Pg 10

The Five Practices of Exemplary Leadership

Pg 11

“Leadership is the art of mobilizing others to want to struggle for shared aspirations.”

Jim Kouzes and Barry Posner

Pg 12

Clarify values by finding your voice and affirming shared values.

Set the example by aligning actions with shared values.

Pg 13

Envision the future by imagining exciting and ennobling possibilities.

Enlist others in a common vision by appealing to shared aspirations.

Pg 14

Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve. Experiment and take risks by constantly generating small wins and learning from experience.

Pg 14

Foster collaboration by building trust and facilitating relationships.

Strengthen others by increasing self-determination and developing competence.

Pg 15

Recognize contributions by showing appreciation for individual excellence.

Celebrate the values and victories by creating a spirit of community.

Pg 15

Understanding Your Leadership Practices (LPI) Results

Gain insight into current leadership behavior to identify strengths and developmental opportunities

Your Compass For Developing Your Leadership Pg 16

What is the LPI 360°

5 Leadership Practices broken into • 30 Behavioral statements – 6 for each practices • 10 point Frequency Scale  1 – Almost Never  10 – Almost Always Observer Categories  (M)anager  (D)irect Reports  (C)o-workers  (O)thers

Shown to Correlate with : • Leader Creditability • Commitment • Teamwork & Empowerment • Leader & Team Productivity, & Effectiveness • Reduction in Turnover & Absenteeism

Pg 18

Report Content 1. Summary Results - rolled up to Practice

• Practice Summary – Numbers • Practice Summary – Bar Graph 2. Leadership Behaviors Ranking

• From Most Frequently to Less Frequently Observed 3. Results for each Practice with Behaviors

• Behaviors - Numbers • Behaviors - Bar Graph 4. Percentile Ranking page • Graphed by Observer Grouping 5. Open-ended feedback

Five Practices Data Summary

Pg 19

Five Practices Bar Graphs

Pg 20

Data Summary (By Practice)

Model the Way

Pg 21

Bar Graph (By Practice)

Pg 22

Behaviors Frequency Ranking

Pg 23

Behaviors Frequency Ranking

Pg 23

Behaviors Frequency Ranking

>1.5 Difference from self

Pg 23

Behaviors Frequency Ranking

Pg 23

Percentile Ranking

Self

Pg 24

Keep in Mind

• There are no “bad” and “good” scores— only opportunities to become a better leader. • Look for messages in the data, not numbers. • Take personal ownership of the scores. • Remember that the observers are anonymous . • Do not be surprised if one

Analyze with Purpose • Explore consistency in the ratings—consistency helps build trust. • Identify patterns and messages that can help you focus your developmental efforts.

observer rates you significantly lower.

Pg 25-34

What did you learn about yourself as a leader?

What was your experience of reviewing the report

Share Your • Most Frequent Practice • Least Frequent Practice

Pg 34

Clarify values by finding your voice and affirming shared values.

Set the example by aligning actions with shared values.

Pg. 38-40

Impact of Modeling the Way

Following through on

+62%

promises and commitment

INCREASES

Trust in leader

As a leader, you are always being watched…

Don’t worry that children never listen to you;

worry that they are always watching you.

Robert Fulghum Author, most notably for the book, “All I Really Need to Know I learned in Kindergarten”

Questions People Have about Their Leader… “Hi, I’m your new leader.”  Who are you?  Where are we headed?  What are you going to do?

Characteristics of an Admired Leader

1. Review Characteristics in Workbook (pg 38) 2. Identify Your Top 5 Characteristics 3. Place a on Filpchart next to your top 5

Pg. 42

Same Top Characteristics for the past 25+ years

Pg. 42

Sources of Credibility

 Trustworthiness = Honesty

 Expertise = Competence

 Dynamism/Enthusiasm = Inspiring

Being Credible Matters to Others

Pg. 43

Gaining and Keeping Your Credibility

DWYSYWD

Leadership = Credibility + Vision

Pg. 44-45

What Really Matters - What Do You Care About?

Degree Clarity of Your Own Values Impacts Your Commitment to an Organization

7 point scale

Pg. 47

Degree Clarity of Your Own Values Impacts Your Commitment to an Organization

7 point scale

Pg. 47

Clarifying Your Values

1. Sort the value cards into 3 piles : • NOT important • Important • Very Important

2. Identify up to 5 Core values

3. Write definitions for your top 5 values (page 51)

Pg. 50-51

Share Your Values

Share what matters to you and why...

1. Pair Up 2. Share your top values and definitions. 3. How would we see those values in action if we followed you around for a day?

Pg. 51

Personal and Shared Values

You

Shared

Sarah

Michael

Pg. 53

How Leaders Answer the Questions…

Personal Values

Who are you?

Leadership Philosophy

What do you believe?

Vision

Where are we headed?

Pg. 52

Leadership Philosophy

Finding your authentic voice

Genuine expression of who you are

Values and Principles that matter to you

https://www.youtube.com/watch?v=tBOt01FBYT8 https://www.youtube.com/watch?v=l0KZkpCLzjQ

Pg. 55

Define Your Leadership Philosophy I believe… Should answers questions about you believe about leadership  your values  what priorities matter most  how should your team make decisions  what can people expect from you  what you expect from others Pg. 56 © James M. Kouzes & Barry Z. Posner. All Rights reserved.

Aligning your Actions with your Values

“When values, thoughts, feelings and actions are in alignment, a person becomes focused and character is strengthened”

Calendars



Language and Stories



Critical incidents



Measurements



John Maxwell – Leadership Author

Rewards



Pg. 58-61

Key Learnings & Reflections

Reflect on how enhancing “Model the Way” will help you address a current challenge

Pg. 63-65

How Leaders Answer the Questions…

Personal Values

Who are you?

Leadership Philosophy

What do you believe?

Vision

Where are we headed?

What do you do when driving in a fog?

Envision the future by imagining exciting and ennobling possibilities.

Enlist others in a common vision by appealing to shared aspirations.

Pg 70-72

Impact of Inspiring a Shared Vision

Showing how long- term interest can be realized by engaging in common vision INCREASES Feeling what they do matters

+84%

Dr. Martin Luther King, Jr. “I Have a Dream”

https://www.youtube.com/watch?v=fR-PReWhMGM

Pg 75

“ “A vision is an

ideal and unique image of the future for the common good”

Pg 74

Vision vs. Objectives

“I have a list of measurable objectives”

“I have a dream”

Shared Vision Building Blocks

Ideal

Unique

Future Oriented

Common Good

Image

• Images and Word Pictures • Metaphors • Stories and Examples

• References to History • Emotions • Symbols

Pg 74

Inspire is an Emotional Connection

“People don’t buy into what you do…they buy into why you do it” – Simon Sinek

https://www.youtube.com/watch?v=MNSAolUgFYQ

Golden Circle – Simeon Sinek

PURPOSE: WHY the organization exists – why we do what we do. Answers Questions 22 & 27

MISSION & VALUES: HOW we realize the vision and our differentiators.

WHY

Answers Questions 2 & 17

VISION: WHAT we do, what it will look like - our Long-term goals Answers Questions 7 & 12

WHAT HOW

Pg 72

Insert photos of Client’s Business Achievements

Why do YOU do THIS?

Pg 78-79

Share Your Dream Story

In 5 years ”60 Minutes” does a story on XYZ

What would your personal interview cover? • Why did you choose to work at XYZ? What in the work you do are you passionate about doing? • How is XYZ different than other companies? How does it look and feel to be a member of your organization? A customer? A partner? The community? The environment? • What trends did the team capitalize on and what success did they achieve (e.g., products, services and awards)? What was your unique contribution? Pg 84-86 © James M. Kouzes & Barry Z. Posner. All Rights reserved.

Ideal

Unique

Common Good

Future Oriented

Images

Key Learnings & Reflections

Reflect on how enhancing “Inspire a Shared Vision” and how it will help you enhance your leadership

Pg 88-89

Leadership Lesson From a Shirtless Dancing Guy

Lessons:

1. Be easy to follow (Flint) 2. Nurture first followers (Spark)

3. Be public (Air) 4. Not about you

5. Leadership is over glorified – 1 st follower transforms an idea into to Movement – be courageous and follow a great idea!

https://www.youtube.com/watch?v=hO8MwBZl-Vc

Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve. Experiment and take risks by constantly generating small wins and learning from experience.

Pg 94

Impact of Challenging the Process

Challenging others to try out new & innovative way of working INCREASES Willingness to work hard

+89%

How You Think/Mindset : Search for Ways to Improve

https://www.youtube.com/watch?v=Wc6bI16xuko

Pg 96

What You Do : Experiment & Takes Risks

https://www.youtube.com/watch?v=45mMioJ5szc

Pg 96

Where does inspiration come from?

Outsight

“A desk is a dangerous place from which to watch the world” – John le Carre

1. Being open

2. Staying in touch

3. Stepping outside of boundaries

Pg 102

“ This “telephone” has too many shortcomings too be seriously considered as a means of communications.

Western Union internal memo, 1876

“ “If someone makes a $2,000 mistake and talks about it to a meeting of 20 people, the mistake turns into a $100 paid tuition for each person in the room”. Blunder Bounty

Steve Ettridge, CEO of Temps & Co

Pg 102

Trust Fall

Create Trusting Environment

Rules of Trust #1 – You have to keep working on trust and never take it for grant it. #2 – Sometimes trust breaks down. When it does, see Rule #1

Pg 104-5

Be the Role Model

Generating Small Wins

 Break it down  Make a model  Keep it simple  Do the easy stuff first  Accumulate yeses  Experiment  Give feedback  Celebrate Key Actions

Pg 108

Challenge the Process Example

Mint Condition • What were some of the little things ? • How were purpose and vision used? • What was Philip’s leadership philosophy?

Pg 107

In Different Types of Challenges Respond vs React 1. Things that aren’t working , are broken or need fixing 2. New initiatives 3. Obstacles that keep us from realizing our vision

Ways to re-frame Challenges

3) Support learning from trying

2) Challenge Self to Learn

1) Be Curious - Investigate

Take It One Step at a Time

Your Top Challenges • Current Challenge • Obstacles • Small-Win Opportunity

Pg 11-

Key Learnings & Reflections

Reflect on how enhancing “Challenge the Process” and how it will help you enhance your leadership

Pg. 113-115

Foster collaboration by building trust and facilitating relationships.

Strengthen others by increasing self-determination and developing competence.

Pg 120

Impact of Enabling Others to Act

Developing cooperative relationships with others

+81%

INCREASES Perception of leader’s effectiveness

Captain Michael Abrashoff

“If all you do is give orders, then all you will get is order takers”

https://www.youtube.com/watch?v=rL2dItzWigc https://www.youtube.com/watch?v=-yLNFCYbi4U

Pg 128-129

Powerful vs. Powerless Times

Review and complete the exercise on pages 124-125 describing what it was like to feel powerless and then powerful

Pg 124-8

Sharing Your Power

• Share Information • Decision Making

• Involve people in making decisions • Allow local/individual discretion for decisions • Back people up when they make decisions

• Assign non-routine jobs • Clear away obstacles • Eliminate rules • Learn about others’ goals, dreams, and plans for the future

Pg 181

“ What You Do: Developing others has been shown to be the competency most frequently found among those at the top of their field.

Developing Others

The Leadership Challenge

Developing Competence

Ideal Stretch

High

Anxiety

Challenge

Boredom

Low

High

Skill

“You can’t do what you say if you don’t know how”

Pg 130-31

“

Trust is not a Request

Trust is Earned

Jeffrey Gitomer

Pg. 137

Key Learnings & Reflections

Reflect on how enhancing “Enable Others to Act” and how it will help you enhance your leadership

Pg. 139-141

Recognize contributions by showing appreciation for individual excellence.

Celebrate the values and victories by creating a spirit of community.

Pg 146-48

Impact of Recognizing the Heart

Expressing confidence in other’s abilities INCREASES Trust in leader

+57%

“ Encouragement

Correction does much, but encouragement does more - Johann Wolfgang von Goethe

“ Comes in Many Forms “A sincere word of thanks from the right person at the right time can mean more to an employee than a raise, a formal award, or a whole wall of certificates and plaques”.

Bob Nelson “1001 Ways to Reward Employees

”

Meaningful Recognition

Pg 150

Impact of Encouragement

Do you need encouragement to perform at your best?

When you get encouragement , does it help you perform at a higher level ?

https://www.youtube.com/watch?v=apzXGEbZht0

https://www.youtube.com/watch?v=p6vyc1erYm0

https://www.youtube.com/watch?v=2YExcHRUeqE

Research Found: 3 Types of Feedback

Helpful

1. Positive 2. Constructive

3. Destructive Harmful

Building Your Emotional Bank Accounts

Keep your accounts in good standing to earn the right to provide constructive feedback 3 Positive Deposits to 1 Constructive Withdraws

Pg 152

“Catching Them” Doing Something Good

 Consider the most critical behaviors you trying to encourage  List 5-7 things you can “catch people” doing well and the  Consider adding to your calendar

Pg 162

Positive Feedback

1. Observe: Start with “I” and describe what you observed

10 - 30 Seconds

3. Nice Job: Finish with a verbal “high five”

2. Impact: Describe the

positive impact of the person’ action

Encourage the Heart Essentials • Expect the Best • Personalized recognition • Create a spirit of community • Be personally involved

Earn the trust and the right to coach

Pg 153-54

Who Do You Need to Thank?

1. Use a thank you card to write a personal thank you to someone not in the room that helped you recently that you neglected to thank 2. Use the post-its to thank each person in the room for something they did during this program that you appreciated

Reflect on how enhancing “Enable Others to Act” and how it will help you enhance your leadership

Pg 159-161

The Five Practices of Exemplary Leadership

Committing

1. Finalize your Vision and Values 2. Identify your Development Areas of Focus 3. Create a Plan to Publicly Share Your Commitments

Your Values & Vision

Begin with clarifying your personal Values and Vision on page 167

Pg 167

Development Plan

GOAL: In (time period) I will (improve, increase, decrease or eliminate) XYZ so that (describe the payoff for self and organization) See Appendix for Sample Actions by Practice

Pg 168-171

Conversations with Others

WHO: People you will share your vision, values and plan

PLAN: Outline when and where, what you will say, key points, how close the conversation and follow up

Pg 172-174

“ Leadership is the of ing others to want to for shared .

Jim Kouzes and Barry Posner

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